dc.description.abstract | Once excellent strategies are formulated, they must be effectively and efficiently
translated into action. Strategy implementation is the most vital phase of strategic
planning process. It is perceived to be difficult, tougher and more time-consuming than
strategy formulation as it involves management of people and processes. Effective
implementation should, therefore, begin at strategy formulation. Challenges in strategy
implementation are often a result of a misfit between strategy and the McKinsey 7-S
variables, namely, structure, strategy, staff, style, systems, skills, and shared values.
Successful implementation requires a fit between chosen strategy and the key success
factors which include organizational skills and capabilities; organization structure; reward
systems and incentives; policies and procedures; information systems and controls;
budgets and resource allocation; and organizational culture (Thompson, Strickland and
Gamble, 2008). This study sought to determine the challenges faced by Jhpiego Kenya
during the strategy implementation process. Primary data was collected through personal
interviews with senior and middle-level managers with the aid of an interview guide
(Appendix II). The data collected was analyzed qualitatively through content analysis.
The findings revealed that challenges faced during implementation emanated from both
internal and external sources. Externally, the donors and the government were found to
have the great impact on implementation of strategies at Jhpiego. Internally, inadequate
human resources and ineffective rewards and incentives were identified as the most
influential factors. It is apparent that successful strategy implementation will largely be
determined by how managers of NGOs in the Kenya health sector adapt and align their
strategies to changes in both the internal and external environment. | en |